Banking on a cultural transformation [Supervielle Group case study]

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Following several acquisitions and simultaneous IPOs on the New York and Argentine stock exchanges, Grupo Supervielle—one of the fastest growing financial services companies in Argentina—found itself undergoing a fast-paced transformation. 

“Our evolution is occurring at an incredibly fast pace and our ability to transform our culture at the same speed is critical to our survival,” explains the bank’s head of human resources Santiago Batlle. For him, the biggest challenge in this process is finding the best way to unify all the bank’s employees under the same set of core values in a way that gets them excited to be a part of something new and something bigger.

As Batlle and other leaders were looking for the best way to unify their culture, the bank’s controlling shareholder Patricio Supervielle met with Martín Migoya, Globant’s CEO and co-founder. He told them about Globant’s experience using StarMeUp to maintain a strong and unique culture during its own rapid growth.

Not only did Globant and Supervielle share similar fast-paced growth stories, they also shared a passion for culture. The bank had previously implemented a simple recognition program but its impact had been limited due to its low visibility within the organization.

When Batlle and the Supervielle leadership team saw StarMeUp they quickly found great value in the real-time data and insights it delivered. Knowing that we could access real-time metrics for each area of our company just blew our minds,” says Batlle. They chose to implement the platform throughout the bank immediately to speed up their path toward transformation.

Take it from the top

StarMeUp was well received by employees from the start, and based on the initial success Supervielle saw the potential for it to have an even greater impact on the culture. The communications and human resources teams partnered to devise an action plan comprised of a series of actions to merge together the company’s values, communication strategies, and the power of the platform.

The plan’s objective was twofold: increase use of StarMeUp to drive recognition, and get 100% of Supervielle Group’s first two lines of management to use it as a way to set an example from the highest levels of leadership.

As a leader, when I acknowledge the efforts of those around me in a public and transparent forum like StarMeUp, not only am I recognizing the individual but I am also marking a path for everyone in the company,” emphasizes Mariano Muñiz, Chief of Internal Communications.

Patricio Supervielle is also one of the most enthusiastic StarMeUp users within the bank, and he found a way to combine the platform’s employee recognition feature with his first passion: the customer experience. “He is known for reaching out to individual customers to hear about their experience with the bank, and now with StarMeUp, he passes along the insights he gets from those one-on-one conversations in the form of stars and recognition of those employees who represent our core values. And, if our controlling shareholder has the time for recognition, we all have it,” emphasizes Batlle.

The teams also meet monthly to look at which values were the least recognized and brainstorm about how to better disseminate them and get employees involved throughout the organization. 

They also analyze insights with key audiences: “HR visits the branches with the list of most recognized employees for each region and reviews them with the regional managers,” says Soledad García, Supervielle’s Talent and Culture Manager.

After six months of planned actions based on the defined road map, the number of stars increased by 75%.

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Achieving success: The Table of Stars

One of the key initiatives that generated a peak in the number of stars sent over the platform was the Table of Stars, an event that celebrates the individuals with the highest number of stars in the bank’s six core values over the past year. 

HR and communications invited everyone in the organization to check out the profiles of those peers who had received the highest number of stars in the company’s six core values, and to vote for the individuals to be recognized at the Table of Stars. They then organized a breakfast with the winners, the CEO, and their leaders.  The result was an emotionally charged event. 

One of the attendees  was an employee from one of the branches in a small town outside Buenos Aires called Pergamino. She had been with the bank for 15 years and without the platform she may never have been identified as a leader. “It was super rewarding. The use of stars is already 30% higher compared to last year.  Being able to verify quantitatively what we thought was happening motivates us to continue working even more to drive recognition,” says Muñiz.

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The Table of Stars generated a milestone of 2,500 stars sent in three months.

The future: the path paved from best practices

The bank was so thrilled with the initial success that they are already planning the second edition of the Table of Stars. “By bringing together those individuals who received the highest amount of recognition from every corner of the organization, we can show how recognition allows everyone to be seen. We want to highlight that,” explains García.

The StarMeUp team continues to work closely with Supervielle to generate new ideas to further drive their innovative culture. Recently, our team participated in the bank’s benchmark event “Communicating the Transformation.” They reflected with industry and HR thought leaders about the impact of digital transformation on communication and how technology can humanize organizations.

“Recognition marks a course, gives you information, puts names to the actions of individuals. It gives them visibility within the organization. StarMeUp makes it easy because it is agile, simple and user friendly, ” says Batlle. By creating visibility for everyone in the organization, all employees feel passionate about Supervielle’s culture: something Batlle is banking on.

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With StarMeUp OS you create a culture where successes are celebrated, everyone helps each other succeed, and people want to stay for the long haul to build their careers. With a clear view of what is happening in your organization, you can more easily identify the strengths of your culture and opportunities for improvement. Learn More!

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